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 Toxic work environments are becoming an issue that is getting more and more attention in human resource management because of its destructive impact on the psychological well-being of employees and organizational stability. Unhealthy interpersonal relationships, authoritarian leadership, bullying, and recurrent disrespectful behavior create a work atmosphere full of stress and uncertainty. This condition not only triggers work stress, anxiety, and emotional exhaustion, it further exacerbates these challenges, as high work demands and a lack of work-life balance make employees, especially Generation Z, increasingly vulnerable to mental health disorders. This study aims to analyze the influence of toxic work environments on employees' mental health as well as its impact on the intention to quit their jobs. The method used is a literature study with a qualitative approach, analyzing relevant scientific articles. The results of the study showed that a toxic work environment characterized by violence, bullying, tyrannical leadership, unfriendliness, and exclusion had a significant effect on the increase in work stress, psychological pressure, work stress and intention to quit work. Toxic leadership is the main factor in forming an unhealthy work culture. Social support, especially from supervisors, plays a protective role as a protective factor that mediates these negative relationships. Generation Z was found to be more sensitive to injustice and rights violations in the workplace. The study concludes that organizations need to prioritize psychological safety, implement supportive leadership, and provide tangible organizational policies and support to maintain employees' mental health and reduce work stress rates for long-term organizational sustainability.

This study aims to analyze the comparison of the impact of financial and non-financial compensation effectiveness on turnover intention among Generation Z employees. The high turnover rates within Generation Z, despite receiving adequate financial compensation, indicate a shift in their preferences regarding the workforce. Generation Z tends to seek more than just financial compensation, such as flexibility, a supportive work environment, and opportunities for growth. The method used in this study is a literature review, analyzing various relevant scholarly journals related to strategic compensation, Generation Z characteristics, and turnover intention. The research findings show that non-financial compensation has a more significant impact in reducing turnover intention among Generation Z compared to financial compensation. Therefore, companies need to focus on aspects such as work-life balance, career development opportunities, and an inclusive and supportive work culture. These findings provide valuable insights that companies should adopt a more holistic reward approach through the total rewards concept, which includes both financial and non-financial compensation, in order to enhance loyalty and retention of Generation Z employees in the long term.

Individual behavioral factors are critical determinants of organizational effectiveness and a vital component of modern organizational diagnosis. This study aims to identify and map individual behavioral factors as strategic indicators in organizational diagnosis using a Systematic Literature Review (SLR) approach guided by PRISMA 2020. Analysis of ten selected articles reveals that organizational effectiveness in the digital transformation era is driven by a reciprocal equilibrium between an individual's cognitive infrastructure and volatile work environment demands. The findings synthesize these behaviors into four strategic clusters: psychological well-being as primary infrastructure, digital structural support audits, justice and trust equilibrium, and psychological contract synchronization. This research provides tactical implications for Human Capital practitioners to transform annual diagnostic methodologies toward the implementation of monthly pulse surveys to detect fluctuations in well-being and disengagement intentions in real-time. This predictive diagnostic step is essential to mitigate turnover risks and design precise institutional interventions in hybrid work ecosystems.

This study aims to analyze the employee turnover rate experienced by CV Premium Indonesia employees through the influence of workload and job stress. As a company engaged in the retail and distribution of mobile phone accessories from leading brands, the desire to leave the company often arises due to high workload and feelings of work stress because of the many demands within the company. The methodology used in this study is quantitative, employing SEM model data analysis with the help of SmartPLS software. The sampling technique used is saturated sampling, with a total sample of 127 respondents. The results of this study indicate that high levels of workload can increase employee turnover rates. Meanwhile, high levels of job stress experienced by employees can also increase employee turnover rates. These findings suggest that CV Premium Indonesia should address the issues of workload and job stress in order to retain employees. Effective strategies such as work-life balance, stress management programs, and workload adjustments could help reduce employee turnover and improve overall organizational performance.

Background: In the competitive healthcare landscape, where human resources are pivotal to organizational success, affective commitment defined as emotional attachment to the workplace is essential for nurse retention and service quality. Satya Negara Hospital in North Jakarta exemplifies the challenges faced by Indonesian healthcare institutions, with a notably high nurse turnover intention of 30% in 2024, signaling low affective commitment and underscoring the urgency to identify its drivers. While person-job fit and career development are established antecedents of commitment, their combined influence within Indonesia’s nursing context, along with the potential moderating role of meritocracy, remains underexplored.. Methods:  Using a quantitative, cross sectional design, data were collected via a validated questionnaire from all 108 nurses at the hospital and analyzed using multiple regression.. Results: The results revealed that person-job fit, career development, and meritocracy collectively explain 96.6% of the variance in affective commitment. Furthermore, when meritocracy was tested as a moderating variable, the explanatory power of the model increased significantly, with the adjusted R² value rising from 96.6% to 98.5%. This indicates that the presence of a meritocratic system substantially amplifies the positive effects of both person-job fit and career development on commitment.. Conclusion: The study concludes that a synergistic combination of job fit, growth opportunities, and a merit-based system is fundamental to fostering nurses’ emotional attachment. These findings contribute to organizational and psychological theory integration and offer practical human resource strategies for enhancing nurse commitment and reducing turnover in healthcare settings.

There is one problem related with source Power man that is turnover that occurred at Hospital X and is known reach more from 10%. Research aiming for analyze Job Satisfaction as an intervention in connection between compensation compensation, leadership transformational, and burden Work to turnover intention in nurses power Work contract at Hospital X. Research use approach quantitative with type explanatory. Population in study is all over Labor Nurse Contract at Hospital as many as 562 people. The sampling method used is non-probability sampling. Research data This using primary data that is done with share questionnaire in a way direct through google form with alternative answer use scale Likert. Research This use approach Structural Equation Model (SEM) with measurement model using Smart PLS program version 3.2.9. Research results This find that in a way simultaneous all over variable influential to turnover intention. In partial compensation, leadership transformational, and burden Work found own influence significant to Job Satisfaction. More carry on in a way partial satisfaction too work, compensation, leadership transformational, and burden Work own influence significant to turnover intention.

This study investigated how employee engagement and work–life balance influenced turnover intention, with rewards examined as an intervening mechanism, among Generation Z employees in a state-owned enterprise context. A quantitative explanatory design was applied using a census approach involving all 36 Generation Z employees at PT PLN (Persero) Pematangsiantar. Data were collected through structured questionnaires measured on a five-point Likert scale and were analyzed using multiple regression and mediation-based path analysis in SPSS. The findings showed that employee engagement and work–life balance significantly predicted perceived rewards, and all three variables exerted significant effects on turnover intention. Moreover, rewards partially mediated the effects of employee engagement and work–life balance on turnover intention, indicating that positive work experiences reduced employees’ intention to leave when they were reinforced by fair and meaningful reward practices. However, the small sample size limited the generalizability of the findings beyond the organizational setting studied. This study contributes by demonstrating that retention of Generation Z employees is shaped not only by psychological attachment and work–life balance, but also by how organizations institutionalize recognition and value exchange through reward systems, particularly in public service and state-owned enterprises.

General practitioners play a crucial role in the delivery of healthcare services in public hospitals, where limited organizational resources and high service demands often place significant pressure on medical personnel. These conditions may disturb work–life balance, increase the risk of burnout syndrome, and ultimately lead to higher turnover intention. This study aimed to analyze the effect of work–life balance on turnover intention, with burnout syndrome acting as an intervening variable among general practitioners at RSUD Balaraja. An observational analytic design with a cross-sectional approach was applied, involving all 40 general practitioners working in the emergency department and inpatient units through a total sampling technique. Data were collected using standardized instruments, namely the Work–Life Balance Scale, Maslach Burnout Inventory, and the Intention to Quit Questionnaire. Data analysis was conducted using Spearman correlation and Structural Equation Modeling–Partial Least Squares (SEM-PLS). The results revealed a significant relationship between work–life balance and burnout syndrome, as well as between work–life balance and turnover intention. Burnout syndrome was also significantly associated with turnover intention. Further analysis showed that work–life balance had both direct and indirect effects on turnover intention, with burnout syndrome partially mediating this relationship. In conclusion, work–life balance and burnout syndrome are important determinants of turnover intention among general practitioners. Therefore, hospital management should prioritize strategies such as workload regulation, enhanced organizational support, and burnout prevention to retain medical staff and maintain the quality of healthcare services in public hospitals.

Effective collaboration is a strategic imperative for contemporary organizations, yet its success hinges critically on team dynamics and underlying psychological factors like Trust and Psychological Safety. The purpose of this Systematic Literature Review (SLR) was to synthesize empirical research published between 2020 and 2025 to clarify how these psychological factors influence collaboration and team performance. Following the PRISMA guidelines, a rigorous search on Google Scholar using keywords such as "team performance," "psychological factors," and "collaboration" resulted in the final inclusion of 15 articles for in-depth synthesis. Findings confirm that Trust is the most vital psychological construct, acting as a crucial mediator: it successfully transmits the positive effects of Transactional Leadership on employee performance and, conversely, mediates the detrimental effect of Toxic Leadership leading to Employee Silence. Leadership Soft Skills and Emotional Intelligence are identified as primary antecedents that build perceived trustworthiness, which, in turn, significantly reduces Turnover Intention. The review also highlights emerging contexts: trust is now influenced by Agent-Related Factors in Human-AI Teams (HATs), and unconventional factors like Corporate Comedy are found to positively contribute to Group Cohesion. However, contradictory findings regarding trust's role in Knowledge Sharing suggest a significant research gap. This SLR concludes that building psychological capital is fundamental to effective collaboration and recommends that future research utilize Structural Equation Modeling (SEM) to validate conceptual frameworks and employ mixed-methods approaches to resolve contextual conflicts within the literature.

Leadership management plays a crucial role in developing nursing career paths in hospitals. An effective career path system not only enhances nurses' competence and professionalism but also contributes to job satisfaction and retention. However, scientific evidence regarding the influence of leadership management on nurses' career paths remains scattered and shows varying findings. This systematic review aims to synthesize scientific evidence related to the influence of leadership management on nursing career path development in hospitals. This study used a systematic review design following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) 2020 guidelines. A literature search was conducted through PubMed and Google Scholar for articles published between 2015 and 2024. Articles were selected based on inclusion and exclusion criteria, resulting in 13 articles for analysis. Data synthesis was conducted using a thematic synthesis approach. The review identified five main themes: leadership style, managerial support, organizational systems and policies, the impact of career paths, and barriers to implementation. Transformational and participatory leadership has been reported to have a positive influence on nurses' career development. Managerial support through coaching, mentoring, and ongoing training strengthens career readiness, increases job satisfaction, and reduces nurse turnover intentions. Leadership management has a significant influence on nursing career development in hospitals. Integrating effective leadership with a clear and transparent career development system is necessary to enhance professionalism, job satisfaction, and the sustainability of the nursing workforce.

This study conducts a systematic literature review (SLR) and bibliometric analysis to map and synthesize research on digital transformation in talent management and its impact on employee retention in Micro, Small, and Medium Enterprises (MSMEs). Against the backdrop of high turnover rates and intense competition for talent, this research aims to identify the key interconnections between digital technologies, talent management practices, and retention outcomes within the MSME context. The methodology involved a comprehensive analysis of reputable databases using VOSviewer software for bibliometric mapping, focusing on co-authorship, co-occurrence, and citation networks. The findings reveal a robust, interconnected model centered on three core pillars: the adoption of digital technologies (e.g., AI, cloud-based HR systems), the implementation of strategic talent practices (notably digital employer branding and work flexibility), and the critical mediating role of employee psychological factors (job satisfaction and organizational commitment). The analysis demonstrates that successful retention in MSMEs is not merely a function of technological adoption but is achieved through a synergistic integration where technology enables effective talent management, which in turn fosters commitment and reduces turnover intention. This review contributes a comprehensive conceptual model that clarifies these dynamic relationships. The practical implication for MSME managers is the necessity of a holistic strategy that simultaneously develops digital infrastructure, refines talent management, and cultivates a supportive organizational culture to secure a sustainable competitive advantage through enhanced employee retention.

The high level of Turnover Intention in regional banking industries indicates the importance of supervisor support in retaining employees. This study aims to analyze the effect of Perceived Supervisor Support on Turnover Intention with Work Engagement as a mediating variable. The research was conducted at PT BPR Bali Dananiaga involving 54 respondents selected using the purposive sampling method. Data were collected through questionnaires and analyzed using Path Analysis, Classical Assumption Tests, and the Sobel Test. The results show that Perceived Supervisor Support has a significant negative effect on Turnover Intention, Perceived Supervisor Support has a significant positive effect on Work Engagement, Work Engagement has a significant negative effect on Turnover Intention, and Work Engagement significantly mediates the effect of Perceived Supervisor Support on Turnover Intention. These findings strengthen Social Exchange Theory, stating that reciprocal relationships between supervisors and employees increase work engagement and reduce the intention to leave the organization.

This study aims to analyze the effect of burnout and turnover intention on employee performance in banks. Declining performance and high work pressure in the micro banking sector are important reasons for conducting this study. The research uses a quantitative approach with a survey method, involving 42 respondents from the credit, marketing, and teller divisions. Data collection was carried out through the distribution of questionnaires using a 1–5 point Likert scale, which were then analyzed using the Partial Least Squares (PLS) method through the SmartPLS 4 application. The results show that both burnout and turnover intention negatively affect employee performance. This means that as employees experience higher levels of emotional exhaustion and a stronger intention to leave their job, their performance declines. The study highlights the importance of addressing these psychological factors to enhance employee performance. The findings imply that company management should focus on improving the psychological well-being of employees to ensure the stability of organizational performance, reduce turnover, and maintain a productive workforce.

This research looks at why freelance event crews think about leaving Maharagung Organizer by focusing on two things: the rewards they receive and the punishments they face in a project-based setup. The core issue is that crews feel dissatisfied when rewards are unclear or rarely given, while discipline rules can feel uneven, so the goal is to see whether these practices actually change how much people want to quit. The study uses a simple survey design and analyzes the results with a PLS model in SmartPLS after checking that the questions reliably measure reward, punishment, and turnover intention, and it includes everyone active and reachable during the data phase. The results point one way: fair, transparent rewards help people want to stay, while discipline does more to set standards than to keep people from leaving; taken together, that means rewards carry most of the weight for retention, and punishments mostly support order and safety. The bottom line for managers is to make rewards predictable, tied to performance, and clearly communicated, then keep discipline fair and consistent in the background so crews feel respected and choose to keep taking future event offers.

This study aims to analyze the influence of employer branding and digital capability on turnover intention, with employee engagement serving as a mediating variable, in Small and Medium Enterprises (SMEs) in Central Java Province. The research design uses a quantitative approach with an explanatory research method. The research sample consists of 205 SMEs employees selected using purposive sampling techniques with criteria of a minimum of six months of service and active use of digital technology in their work. Data were collected through a Likert-scale questionnaire and analyzed using Structural Equation Modeling based on Partial Least Squares (SEM-PLS). The results indicate that employer branding has a positive effect on employee engagement and a negative effect on turnover intention. Digital capability has a positive effect on employee engagement, but its direct effect on turnover intention is not significant. Employee engagement was found to mediate the relationship between employer branding and turnover intention, as well as between digital capability and turnover intention. These findings reinforce the relevance of Social Exchange Theory and the Resource-Based View in the context of human resource management in the SME sector, while also providing practical implications that strengthening employer branding and enhancing employees' digital competencies can reduce turnover intention.

This study explores key antecedents of turnover intention among employees in the warehouse industry, with a focus on workload, work stress, and job satisfaction. Conducted at CV. Sejati Pati, the research involved 102 respondents selected using a saturated sampling technique. The study applied a quantitative approach, using a structured questionnaire with a five-point Likert scale. Data were analyzed through multiple linear regression using IBM SPSS 27, including classical assumption tests such as normality, multicollinearity, and heteroscedasticity. The results showed that workload and work stress have a positive and significant effect on turnover intention, while job satisfaction has a negative and significant effect. In contrast, compensation and work environment were found to be statistically insignificant. Simultaneously, all variables jointly contribute to explaining 64.9% of the variation in turnover intention. These findings underscore the critical role of managing job demands and psychological pressure while enhancing employee satisfaction to reduce the likelihood of resignation. The research provides empirical insights for human resource management in high-pressure sectors, particularly warehouses, where operational continuity and labor stability are crucial. It also offers practical implications for developing targeted strategies to improve employee retention and foster a more resilient workforce in logistics operations.

This study examines the strategic role of job satisfaction in shaping organizational commitment in the context of companies by synthesizing empirical evidence published between 2016 and 2025. Although it has been extensively researched, findings related to the consistency and determinants of the relationship between job satisfaction and organizational commitment are still scattered and have not been integrated, thus requiring comprehensive mapping. Therefore, this study aims to identify empirical patterns, conceptual issues, and theoretical foundations that explain how job satisfaction contributes to the formation of organizational commitment. Using the PRISMA based Systematic Literature Review (SLR) method, 35 articles were selected through the stages of identification, screening, quality assessment, and thematic synthesis. The review results show that job satisfaction is consistently a major predictor of organizational commitment in various corporate sectors. These findings are consistent with theories such as Social Exchange Theory, Equity Theory, Herzberg's Two Factor Theory, and Job Demands Resources Model, which explain the cognitive and affective mechanisms of commitment formation. In addition, variables such as work environment, job involvement, work life balance, internal CSR, and HR practices were identified as mediators or moderators that strengthen this relationship. This study concludes that increasing job satisfaction is an important strategy for strengthening commitment, reducing turnover intentions, and improving organizational performance. This review contributes to an integrative understanding of empirical developments and theoretical perspectives, and provides recommendations for future research to expand the data base and consider cross-cultural dynamics in organizations.

This study aims to determine the effect of work overload, work stress, and work motivation on the turnover intention of employees at PT HWI's sewing computer production operators. The study utilizes three independent variables (endogenous), namely work overload, work stress, and work motivation, and one dependent variable (exogenous), turnover intention. The population in this study consisted of employees in the sewing computer section at PT HWI, with 99 respondents sampled for analysis. The results of the data analysis indicate that the indicators are valid and reliable. The classical assumption test showed no multicollinearity in the data. In the hypothesis testing, the variables of work overload, work stress, and work motivation were found to have no significant effect on turnover intention. These findings suggest that while work overload, stress, and motivation play important roles in employee well-being, they do not significantly impact the intention to leave the organization at PT HWI. Future studies could explore other factors influencing turnover intention and the dynamics between these variables.

Pemimpin yang efektif diperlukan untuk mengembangkan strategi dan struktur yang baik dan menarik karyawan, menginspirasi dan mendukung staf yang berpengalaman, menghargai komitmen mereka, dan meminimalkan turnover intention. Turnover intention mengacu pada kecenderungan atau rencana untuk berhenti dari pekerjaan di tempat kerja. Tujuan dari kegiatan pengabdian kepada masyarakat ini adalah untuk memberikan pendidikan tentang gaya kepemimpinan sebagai upaya untuk mengurangi turnover intention. Kegiatan pendidikan dilakukan dengan menerapkan empat tahap termasuk tahap I perencanaan dan pemilihan strategi, tahap II pemilihan saluran dan materi, tahap III pengembangan materi, tahap IV penerapan, tahap V meninjau efektivitas, tahap VI umpan balik untuk evaluasi. menunjukkan bahwa sebagian besar pengetahuan kepala ruangan setelah diberikan pendidikan tentang gaya kepemimpinan transformasional berada pada kategori tinggi, yaitu 12 responden (85,8%). Kepemimpinan transformasional telah menjadi gaya kepemimpinan yang dominan dipraktikkan oleh para pemimpin di banyak industri dan disiplin ilmu, termasuk dalam keperawatan oleh kepala ruangan

This study aims to examine the influence of servant leadership (SL) on perceived organizational support (POS), job satisfaction (JS), job embeddedness (JE), and turnover intentions (TI) among private bank employees in West Jakarta. The research is motivated by the high turnover rate in the banking industry, despite organizational efforts to strengthen leadership and employee support. A total of 154 employees participated by completing an online Likert-scale questionnaire, and the data were analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) with SmartPLS 4.1.0.9. The findings reveal that SL positively and significantly influences POS (β=0.667), JS (β=0.585), and JE (β=0.579). Furthermore, POS (β=−0.328), JE (β=−0.386), and JS (β=−0.220) significantly and negatively affect TI. Predictive relevance is supported with Q² values ranging from 0.283 to 0.604, while model fit testing using SRMR yielded 0.050 (saturated) and 0.127 (estimated). Bootstrapping was conducted with 5,000 resamples, two-tailed testing, bias-corrected accelerated (BCa), and 95% confidence intervals. Theoretically, this research strengthens the literature by demonstrating that SL enhances workplace relationships through improved POS, JS, and JE, which subsequently reduces turnover intentions. Practically, the findings provide implications for banking management to adopt servant leadership as a strategic approach to employee retention. Nevertheless, despite high levels of POS, JS, and JE, some respondents still report turnover intentions, indicating the presence of unmodeled external factors such as career opportunities, workload, or industry dynamics. This study is limited by its cross-sectional design and one-time self-report measurement; thus, generalizations and causal inferences should be made with caution.